BACK-STABBING MANAGER SHOULD BE CONFRONTED.

Byline: Ken Lloyd On the Job

Q I was unable to attend a management meeting that was run by our regional vice president. I learned afterward that one of the other managers criticized my work, my attitude and the way my department is performing. His comments were inaccurate and hurtful. I cannot let this go, but I am not sure if I should go directly to the vice president or to this manager first. C.G.

A It is unfortunate that you have to deal with either of these individuals. You have a fellow manager who had no qualms about tearing into you when you were not present and a regional vice president who let a meeting deteriorate to the point that one participant attacked another who was not even there.

Although you need to talk to the regional vice president, you should meet first with the attacking manager. Use a questioning mode and indicate that you heard he said some negative things about you, and you were wondering what happened.

He may go in any number of directions, including ignorance, denial, defensiveness or even an apology. Listen carefully to what he says, as this will play a key role in determining what you will say to the vice president.

Use the questioning mode when you meet with the vice president, and be prepared to support yourself with specific performance data. Ultimately, the three of you will need to clear the air. It will also be important for the rest of the managers to be given the facts, and that's a meeting you should not miss.

Q There is a new position being created in the insurance agency where I work, and I am the most qualified person to get it. The problem is that the owner's daughter wants it. If I don't get it, I will quit. Is this worth mentioning, or should I just let management make their decision and go from there? D.F.

A If you approach management of this insurance agency and threaten to quit, you will be insuring the promotion of the owner's daughter. Topsiders do not respond well to threats, and voicing one could indicate to management that you are not ready for a promotion.

This does not mean that you should sit in the wings and say nothing. You should meet with your manager and be sure that he or she knows that you are highly interested in, and qualified for, the new position. Make sure that your manager has a clear understanding of your skills, expertise, accomplishments and the way in which your background is a solid match for the position.

If you want to be promoted, you need to do some self-promotion beforehand. At the same time, if you do not receive the promotion, it may well be a sign that this family business is putting more emphasis on family than business.

Rather than automatically quitting, you should express your concern to your manager and ask for his or her thoughts on the steps you should be taking in order to increase your likelihood of being promoted in the future. The response should let you know if the best policy with this insurance agency is for you to quit.

Q I am the manager of the business office, and for some reason, there has been a rash of accidents lately. This is not a dangerous place, but people are tripping, spilling things and cutting themselves far too often. What do you suggest? H.S.

A Accidents in your office have increased for ``some reason,'' and you need to find out what it is. With a change in the rate of accidents, one key question is to ask what else has changed? Accidents at work are often linked to stress, and they can be related to any number of work-related factors, including supervisory style, assignments, working conditions, substance abuse and much more. On a Freudian level, could there be anything going on that may be unconsciously causing the employees to try to disrupt the department?

Carefully review each accident and interview all of the employees who have been involved in them. You can meet with the employees individually and in groups not only to discuss the accidents, but also to develop some strategies to help make the workplace safer.

Companies with the lowest accident rates tend to have highly visible and ongoing programs that encourage the employees to work safely. This is generally accomplished through a combination of meetings, informal discussions, committees, newsletters and incentives, all of which help to keep safety on the employees' minds.

It is no accident that companies with the best safety records emphasize safety constantly and place it high on the list of factors that they use to evaluate managerial effectiveness.